LEANconstruction

By peter.cholakis@verizon.netLEANconstruction

TOP 10 LEANCONSTRUCTION BASICS

The application of LEANconstruction is a focus upon best value for all project participants.

While some will argue that “Every situation is unique” and there is no standard application of LEAN construction, core characteristics are and requirements do exist.   In short, consistency in process deployment is critical and can easily live within an environment of continuous improvement.  LEAN construction processes are built to adapt based upon the competency and communication of participants.

The core aspects of LEANconstruction have been deployed for decades through collaborative construction delivery methods such as Integrated Project Delivery – IPD (for major new construction) and Job Order Contracting – JOC (for renovation, repair, maintenance, sustainability, and minor new construction).

leanconstruction
Core Aspects of LEANconstruction
1. Collaboration
2. Best value procurement and execution
3. Shared risk/reward
4. Continuous improvement
5. Key performance indicators – KPIs
6. Mutual respect
7. Ongoing education and training
8. Common terms, definitions, and data architectures
9. Technology that supports rather than dictates process
10. Focus upon outcomes

Owners must lead the LEAN construction process and do so without excessive management and control.  In order to lead, however, owners must first grasp and become “LEAN competent”.

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Facilities Management Considerations
  • Develop competencies across all knowledge domains that support the organization, suppliers, and service providers
  • Create competitive advantage and best value through developing long-term partnerships
  • Engage in best value procurement
  • Segment “Fixed” and “Variable Costs”
  • Create a Capital Renewal Plan
    • Capital Renewal – Major repairs and cyclical replacement of building systems/components versus established building life-time (50 years, 100 years)
    • Sustainment Model (planned, preventive, and emergency maintenance, plus capital renewal) and Restoration/Modernization Models
  • Evaluate Current and Plan Status of Maintenance and Operations Program
  • Document cost savings via estimated return on investment (ROI) what-if analysis versus various timeframes
  • Review procurement policies
  • Review construction delivery methods
  • Ongoing education and training
  • Continuous monitoring inclusive of key leading and lagging performance indicators
  • Maintenance (General, Routine, Preventive)
    • Review operations affecting maintenance
    • Procedures
  • Utilities
    • Review operational procedures affecting utilities
    • Usage patterns/peak usage
    • Monitoring (meters, motors, etc.)
    • Life-cycle repair versus replace analysis
    • Review major systems (heat/light resistant glazing, insulation, automatic shut-offs for all fixtures, high efficiency heating/cooling, daylight lighting controls, intelligent building controls.
  • Capital Renewal
    • Regular condition audits
    • Prioritize versus organization mission
    • Multi-year scenario analysis
    • Repair versus replace analysis